By Gilbert Silvius; et al
Preface -- creation / via Gilbert Silvius, Ron Schipper and Adri Köhler -- Sustainability in company / by means of Julia Planko and Gilbert Silvius -- Sustainability and tasks / by means of Gilbert Silvius and Ron Schipper -- Incorporating sustainability in venture administration / by means of Gilbert Silvius, Ron Schipper and Jasper van den verge of collapse -- mirrored image and end / by means of Ron Schipper, Gilbert Silvius and Jasper van den breaking point -- Getting begun / through Ron Schipper and Gilbert Silvius -- References and additional examining -- in regards to the authors -- alternate mark acknowledgements -- Annexes -- Annex A. middle topics and problems with social accountability from iso26000 -- Annex B. Boulding's type of structures -- Annex C. Questionnaire of the sustainable undertaking administration adulthood version -- Annex D. Description of the icb model 3.0 competences -- Annex E. Description of the pmcd framework competences -- Annex F. Graves' version of worth platforms -- Annex G. Portfolio, software & undertaking adulthood version (P3M3) -- Annex H. Variables of the efqm excellence version -- Annex I. The agile manifesto
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Additional resources for Sustainability in project management
Example text
The ‘organizational change’ view on projects caused a need for further development of the project management profession. Traditional project management techniques and theory originated from systems management or cybernetics theory. With the scope of projects however, shifting from constructing or creating ‘things’ to organizational change, the complexity of the ‘system’ at hand increased. Based on Boulding’s Classification of Systems (Annex B), it could be argued that project sustainability and projects 23 management as an instrument of change needed to develop from the management of a level 3 ‘thermostat’ system, with predictable input–action–output relationships, to a level 8 ‘social organizations’ system, with far less predictable outcomes.
Some banks specifically mention sustainability as one of their main criteria for investments and, for example, pension funds feel an increasing pressure from their members to be transparent about the kind of organizations in which they invest their money. Therefore, adopting more sustainable business practices may provide easier access to capital. Last but not least, with a new generation of potential employees who have learned about environmental issues in school and who are increasingly sensitive to the topic, sustainability can become a crucial issue in attracting the most qualified personnel.
For example, compensating CO2 emissions by planting new trees or compensating unhealthy work pressure with higher salaries. A more proactive approach to sustainability looks at how organizations create a ‘harmony’ of social, environmental and economic aspects in their activities. This approach is not about compensating bad effects, but about creating good effects. 2. Sustainability is about both short-term and long-term orientation A sustainable company should consider both short-term and long-term consequences of their actions, and not only focus on short-term gains.